Balanced scorecard, the key to employee well-being the impact of balanced scorecard on employee well-being: the case of state of Michigan-USA

While the organizations have started to use methods consisting of financial and non-financial measures to track progress when they realized that traditional strategic management and performance measurement methods based only on financial data were not sufficient to plan the future and to be strong i...

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Autores: Cignitas, Ceren Peri, Torrents Arévalo, Juan Antonio|||0000-0003-3799-6588, Vilajosana Crusells, Jordi|||0000-0002-9183-8954
Tipo de recurso: artículo
Fecha de publicación:2021
País:España
Institución:Universitat Politècnica de Catalunya (UPC)
Repositorio:UPCommons. Portal del coneixement obert de la UPC
Idioma:inglés
OAI Identifier:oai:upcommons.upc.edu:2117/361956
Acceso en línea:https://hdl.handle.net/2117/361956
https://dx.doi.org/10.24940/theijbm/2021/v9/i12/167392-405656-2-SM
Access Level:acceso abierto
Palabra clave:Strategic planning
Job satisfaction
Balanced scorecard
Organizational commitment
Job engagement
Employee well-being
Quadre de comandament integral
Planificació estratègica
Satisfacció en el treball
Àrees temàtiques de la UPC::Economia i organització d'empreses::Gestió i direcció::Recursos humans
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spelling Balanced scorecard, the key to employee well-being the impact of balanced scorecard on employee well-being: the case of state of Michigan-USACignitas, Ceren PeriTorrents Arévalo, Juan Antonio|||0000-0003-3799-6588Vilajosana Crusells, Jordi|||0000-0002-9183-8954Strategic planningJob satisfactionBalanced scorecardJob satisfactionOrganizational commitmentJob engagementEmployee well-beingQuadre de comandament integralPlanificació estratègicaSatisfacció en el treballÀrees temàtiques de la UPC::Economia i organització d'empreses::Gestió i direcció::Recursos humansWhile the organizations have started to use methods consisting of financial and non-financial measures to track progress when they realized that traditional strategic management and performance measurement methods based only on financial data were not sufficient to plan the future and to be strong in competitive environments. The balanced scorecard is one of these methods that has been widely adopted and is the most popular performance method by researchers which uses a "four perspective which is financial, customer, internal process perspective and learning growth perspectives. The main function of the learning and growth perspective is to drive the major sources of human capital, informational capital, and organizational capital in the organizations. One of the most important factors of organizational success is happy employees who make a tremendous contribution to increasing organizational performance, proven by many researchers. The objective of this study was to research the impact of the Balanced Scorecard on employees’ well-being, its theoretical frameworks and concepts, and empirical research. The survey of the study involved 27334 employees working in the State of Michigan and has been analysed by 28 of Statistical Package for Social Sciences (SPSS). The study demonstrated BSC strategies were implemented in the organization have improved organizational performance in the four financial perspectives, customer, internal process, and learning &growth perspectives. With the BSC strategy, which has been followed for 20 years, and the learning and growth perspective, the organization increases the satisfaction of its employees, while organizational commitment and job engagement come to the fore. Statistical results from employee satisfaction surveys showed that BSC increased job satisfaction by 68.30% (R square: 0.683), job engagement by 71.00% (R square: 0.710), and organizational commitment by 21.30% (R square: 0.213).Peer Reviewed20212021-12-0120222022-02-08journal articlehttp://purl.org/coar/resource_type/c_6501VoRhttp://purl.org/coar/version/c_970fb48d4fbd8a85info:eu-repo/semantics/articleapplication/pdfhttps://hdl.handle.net/2117/361956https://dx.doi.org/10.24940/theijbm/2021/v9/i12/167392-405656-2-SMreponame:UPCommons. Portal del coneixement obert de la UPCinstname:Universitat Politècnica de Catalunya (UPC)Inglésengopen accesshttp://purl.org/coar/access_right/c_abf2Attribution-NonCommercial-NoDerivs 3.0 Spainhttp://creativecommons.org/licenses/by-nc-nd/3.0/es/info:eu-repo/semantics/openAccessoai:upcommons.upc.edu:2117/3619562026-05-27T15:37:01Z
dc.title.none.fl_str_mv Balanced scorecard, the key to employee well-being the impact of balanced scorecard on employee well-being: the case of state of Michigan-USA
title Balanced scorecard, the key to employee well-being the impact of balanced scorecard on employee well-being: the case of state of Michigan-USA
spellingShingle Balanced scorecard, the key to employee well-being the impact of balanced scorecard on employee well-being: the case of state of Michigan-USA
Cignitas, Ceren Peri
Strategic planning
Job satisfaction
Balanced scorecard
Job satisfaction
Organizational commitment
Job engagement
Employee well-being
Quadre de comandament integral
Planificació estratègica
Satisfacció en el treball
Àrees temàtiques de la UPC::Economia i organització d'empreses::Gestió i direcció::Recursos humans
title_short Balanced scorecard, the key to employee well-being the impact of balanced scorecard on employee well-being: the case of state of Michigan-USA
title_full Balanced scorecard, the key to employee well-being the impact of balanced scorecard on employee well-being: the case of state of Michigan-USA
title_fullStr Balanced scorecard, the key to employee well-being the impact of balanced scorecard on employee well-being: the case of state of Michigan-USA
title_full_unstemmed Balanced scorecard, the key to employee well-being the impact of balanced scorecard on employee well-being: the case of state of Michigan-USA
title_sort Balanced scorecard, the key to employee well-being the impact of balanced scorecard on employee well-being: the case of state of Michigan-USA
dc.creator.none.fl_str_mv Cignitas, Ceren Peri
Torrents Arévalo, Juan Antonio|||0000-0003-3799-6588
Vilajosana Crusells, Jordi|||0000-0002-9183-8954
author Cignitas, Ceren Peri
author_facet Cignitas, Ceren Peri
Torrents Arévalo, Juan Antonio|||0000-0003-3799-6588
Vilajosana Crusells, Jordi|||0000-0002-9183-8954
author_role author
author2 Torrents Arévalo, Juan Antonio|||0000-0003-3799-6588
Vilajosana Crusells, Jordi|||0000-0002-9183-8954
author2_role author
author
dc.subject.none.fl_str_mv Strategic planning
Job satisfaction
Balanced scorecard
Job satisfaction
Organizational commitment
Job engagement
Employee well-being
Quadre de comandament integral
Planificació estratègica
Satisfacció en el treball
Àrees temàtiques de la UPC::Economia i organització d'empreses::Gestió i direcció::Recursos humans
topic Strategic planning
Job satisfaction
Balanced scorecard
Job satisfaction
Organizational commitment
Job engagement
Employee well-being
Quadre de comandament integral
Planificació estratègica
Satisfacció en el treball
Àrees temàtiques de la UPC::Economia i organització d'empreses::Gestió i direcció::Recursos humans
description While the organizations have started to use methods consisting of financial and non-financial measures to track progress when they realized that traditional strategic management and performance measurement methods based only on financial data were not sufficient to plan the future and to be strong in competitive environments. The balanced scorecard is one of these methods that has been widely adopted and is the most popular performance method by researchers which uses a "four perspective which is financial, customer, internal process perspective and learning growth perspectives. The main function of the learning and growth perspective is to drive the major sources of human capital, informational capital, and organizational capital in the organizations. One of the most important factors of organizational success is happy employees who make a tremendous contribution to increasing organizational performance, proven by many researchers. The objective of this study was to research the impact of the Balanced Scorecard on employees’ well-being, its theoretical frameworks and concepts, and empirical research. The survey of the study involved 27334 employees working in the State of Michigan and has been analysed by 28 of Statistical Package for Social Sciences (SPSS). The study demonstrated BSC strategies were implemented in the organization have improved organizational performance in the four financial perspectives, customer, internal process, and learning &growth perspectives. With the BSC strategy, which has been followed for 20 years, and the learning and growth perspective, the organization increases the satisfaction of its employees, while organizational commitment and job engagement come to the fore. Statistical results from employee satisfaction surveys showed that BSC increased job satisfaction by 68.30% (R square: 0.683), job engagement by 71.00% (R square: 0.710), and organizational commitment by 21.30% (R square: 0.213).
publishDate 2021
dc.date.none.fl_str_mv 2021
2021-12-01
2022
2022-02-08
dc.type.none.fl_str_mv journal article
http://purl.org/coar/resource_type/c_6501
VoR
http://purl.org/coar/version/c_970fb48d4fbd8a85
dc.type.openaire.fl_str_mv info:eu-repo/semantics/article
format article
dc.identifier.none.fl_str_mv https://hdl.handle.net/2117/361956
https://dx.doi.org/10.24940/theijbm/2021/v9/i12/167392-405656-2-SM
url https://hdl.handle.net/2117/361956
https://dx.doi.org/10.24940/theijbm/2021/v9/i12/167392-405656-2-SM
dc.language.none.fl_str_mv Inglés
eng
language_invalid_str_mv Inglés
language eng
dc.rights.none.fl_str_mv open access
http://purl.org/coar/access_right/c_abf2
Attribution-NonCommercial-NoDerivs 3.0 Spain
http://creativecommons.org/licenses/by-nc-nd/3.0/es/
dc.rights.openaire.fl_str_mv info:eu-repo/semantics/openAccess
rights_invalid_str_mv open access
http://purl.org/coar/access_right/c_abf2
Attribution-NonCommercial-NoDerivs 3.0 Spain
http://creativecommons.org/licenses/by-nc-nd/3.0/es/
eu_rights_str_mv openAccess
dc.format.none.fl_str_mv application/pdf
dc.source.none.fl_str_mv reponame:UPCommons. Portal del coneixement obert de la UPC
instname:Universitat Politècnica de Catalunya (UPC)
instname_str Universitat Politècnica de Catalunya (UPC)
reponame_str UPCommons. Portal del coneixement obert de la UPC
collection UPCommons. Portal del coneixement obert de la UPC
repository.name.fl_str_mv
repository.mail.fl_str_mv
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